Case study: Rob Parson at Morgan Stanley
Assignment: 1-2 page answer to the following 3 questions:
1) What is your assessment of Rob Parson’s performance? Should he be promoted? 2) If you were Paul Nasr, how would you plan to conduct the performance appraisal conversation? What would your goals be? What issues would you raise and why, and how would you raise them? 3) If you were Rob Parson, how would you conduct yourself in the performance evaluation meeting? What are your goals? Be prepared to role-play the appraisal conversation in class as either Nasr or Parson.
There is no doubt that Rob is eligible to be promoted to a managing director considering his performances about the excellent achivements of developing finance institution client’s relationship, praiseworthy contributions of rasing Morgan Stanley’s market share from 2% to 12.2% and ranking from the tenth up to the third, and the comprehensive knowledge of capital markets business. However, in my opinion, Rob is not suitable to be promoted to senior managing position up to next inside performance evaluations come out. Two reasons make up, first, the sutiations which the orgnization faced, and, second, the situations which Rob faced.
First, accoring to cases, we can see that the capital markets division encounters some severe straits for a long time, including a dramatic turnover rate and serious understaffed. Those issues won’t be ignored and be even exacebrate if Nasr promoted Rob to managing position since Rob is bad at team play game and always wroks as a indivisual, not a community. We can expect that those problems will be worse.
Secondly, following the case, Rob is with his self-evaluations with some needs which he should improve such as acuiring some patience and moderate attitude when he works internally. In other words, not only Nasr and co-workers felt the issues Rob raised but he did think...